Lean Six Sigma 1

(Master Black Belt) Unit 03

1. ….. is a Japanese term meaning "the actual place".

A .Gemba
B .Kanban
C .Poka-yoke
D .MSA

2. Gemba walks is the action of …...

A .Going to see the actual process
B .Understand the work
C .Ask questions and learn
D All of the above

3. …. led the development of the concept of the Gemba Walk

A Taiichi Ohno
B Shigeo Shingo
C Paul and Joseph Galvin
D Jack Welch

4. In Lean Manufacturing, the idea of genba is that the problems are…...

A Hidden
B Visible
C Specific
D Controlled

5. In Lean Manufacturing, the best improvement ideas will come from.

A Searching the internet.
B Asking for history report.
C Sending team to collect data.
D Going to the genba

6. Management by walking Around (MBWA), is another meaning for …...

A .Gemba

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B .Kanban
C .Poka-yoke
D .MSA

7. Practical Shop Floor Improvement is another meaning for …...

A Genba
B Kaizen
C Genba Kaizen
D .Poka-yoke

8. In Quality Management, …… means the manufacturing floor and the idea is

that if a problem occurs.
A DPMO
B Gemba
C Surveys
D Focus Groups

9. Gemba visits are bounded by what one wants to ask.

A True
B False

10. The objective of Gemba Walk is to review results or make superficial

comments rather than understanding the value stream and its problems.
A True
B False

11. …… is an opportunity for staff to stand back from their day-to-day tasks to walk
the floor of their workplace to identify wasteful activities.
A DPMO
B Gemba Walk
C Surveys
D Focus Groups

12. During Gemba walk management can interfere with the process to correct it.
A True
B False

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13. During Gemba walk we should repeat the observation for each process, At
least………. before classifying the process.
A Times 05-10
B Times 10-15
C Times 15-20
D Times 20-25

14. …… is a TIMWOODS waste.

A MUDA
B MURA
C MURI
D All of the above

15. …… is an Unevenness waste.

A MUDA
B MURA
C MURI
D All of the above

16. …… is an Overburdened waste.

A MUDA
B MURA
C MURI
D All of the above

17. …… is wastefulness, uselessness, which is contradicting value-addition.

A MUDA
B MURA
C MURI
D All of the above

18. …...is any form of Waste in the process

A MUDA
B MURA
C MURI
D All of the above

19. …… Includes non-value-added activities in the processes that are Necessary

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for the end customer.

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

20. includes non-value-added activities in the processes, but these activities are
Unnecessary for the customer.
A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

21. Waste can be eliminated without being identified or classified.

A True
B False

22. Obvious wastes and Hidden wastes are the two key forms of wastes.
A True
B False

23. TIMWOODS wastes are considered ……

A Obvious wastes
B Hidden wastes
C Unevenness wastes
D Overburdened wastes

24. …….. are often the most dangerous wastes.

A Obvious wastes
B Hidden wastes
C Unevenness wastes
D Overburdened wastes

25. If ……... are not addressed, even in small ways, it will allow them to grow.
A Obvious wastes
B Hidden wastes

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C Unevenness wastes
D Overburdened wastes

26. …… same of iceberg; once we spot the tip we should know that there’s a
greater body hidden under the surface
A Obvious wastes
B Hidden wastes
C Unevenness wastes
D Overburdened wastes

27. The primary steps for handling Muda waste are rely on …, …, …. as much as
they rely on analysis or actions.
A .Awareness, discussion and accountability
B Presence, audit and follow-up
C Arrangement, integration and meeting
D Organizing, leading and controlling

28. Lean aims at decreasing ……… waste as it is not only awakened

disappointment within you and your workforce, but customers will have to deal
with this as well.
A .MUDA
B .MURA
C .MURI
D .Defects

29. ….. means non-uniformity, and irregularity.

A Muda
B Mura
C Muri
D All of the above

30. …… drives and leads to Muda.

A Muda
B Mura
C Muri
D All of the above

31. ….. is one of the key causes of bottleneck situations.

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A Muda
B Mura
C Muri
D All of the above

32. ….. Is when one process in a production system fails to reach the output of the
others, resulting in provoking waste in the other processes as they are not able
to reach their maximum or optimum output.
A Data validation
B Bottleneck
C Lean-jargon
D Process failure

33. ….. Is the work pressure being higher than the work that can actually be
processed.
A Data validation
B Bottleneck
C Lean-jargon
D Process failure

34. The term …… is often used to reason about situations where employees or
machines are unable to handle the workload.
A Muda
B Mura
C Muri
D All of the above

35. A possible result of removing ………... is an accumulation of work.

A Muda
B Mura
C Muri
D All of the above

36. …… can be avoided through the Just-In-Time ‘Kanban’ systems.

A Muda
B Mura
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C Muri
D All of the above

37. The key concept of a Just-In-Time system is delivering and producing …...
A The right part
B ,The right amount
C .The right time
D All of the above

38. …… described as a skewed distribution of data.

A Muda
B Mura
C Muri
D All of the above

39. ….. means beyond one’s power, excessiveness, impossible

A Muda
B Mura
C Muri
D All of the above

40. ….. can result from Mura and in some cases be caused by excessive removal
of Muda (waste) from the process.
A Muda
B Mura
C Muri
D All of the above

41. ….. exists when machines or operators are utilized for more than 100%
capability to complete a task or in an unsustainable way.
A Muda
B Mura
C Muri
D All of the above

42. ….. over a period of time can result in employee absenteeism, illness, and
breakdowns of machines.
A Muda
B Mura
C Muri
D All of the above
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43. Standardize work can help avoid …... by designing the work processes to
evenly distribute the workload and not overburden any particular employee or
equipment.
A Muda
B Mura
C Muri
D All of the above

44. ….. Is Removing anything which not required for you to do your daily job, when
you have a doubt, just remove it " Remove the clutter”.
A Sort
B Straighten
C Shine
D Standardize

45. ….. Is a set in order, keeping things in which, you need them to be accessed in
the right order “everything has a place and everything in its place.”.
A Sort
B Straighten
C Shine
D Standardize

46. …. Is keeping the newly found order, Cleanliness -keeping everything swept
and clean for inspection, for safety and preventative maintenance.
A Sort
B Straighten
C Shine
D Standardize

47. Colour Coding, Labeling, Files name, Standard Operating Procedure are
examples for …...
A Sort
B Straighten
C Shine
D Standardize

48. …. Considered as the area of ongoing improvement.

A Sort
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B Sustain
C Shine
D Safety

49. ……. phase is about moving forward

A Sort
B Sustain
C Shine
D Safety

50. FMEA is one of 5S+1 tools, it is used within the …... Part.
A Sort
B Sustain
C Shine
D Safety

51 Quality comes from….

A .Reducing project problems
B .Reducing team members
C Meeting customer expectations
D All of the above

52 Quality Concepts are bases on ….

A Understanding customer requirements
B Designing products and services that satisfy those requirements
C Developing processes that are capable of producing those goods and services
D All of the above

53 …… is a Japanese methodology is created and used for productive work

environment.
A .5Ways
B .Kanban
C .Poka-yoke
D 5s

54 …… is establishing precise procedures for each operator’s work in a

production process.
A Standardized Work
B Six Sigma
C Lean
D .Ds 8
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55 Standardized Work is based on …...

A Takt time
B The precise work sequence
C The standard inventory
D All of the above

56 …….. is the rate at which products must be made in a process to meet

customer demand.
A Takt time
B The precise work sequence
C The standard inventory
D Six Sigma

57 …….. is which an operator performs tasks within takt time.

A Takt time
B The precise work sequence
C The standard inventory
D Six Sigma

58 …….. once established and displayed at workstations, is the object of

continuous improvement through kaizen.
A Standardized Work
B Six Sigma
C Lean
D .Ds 8

59 …….. is one of the benefits of standardized work.

A .Documentation of the current process for all shifts
B .Reductions in variability
C .Easier training of new operators, reductions in injuries and strain
D All of the above

60 …… is the basic form that creating standardized work in process Stability and
Production Leveling.
A Process capacity sheet
B Standardized work combination table
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C Standardized work chart

D All of the above

61 …….. used by engineers and front-line supervisors to design the process and
by operators to make improvements in their own jobs.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D All of the above

62 …… is used to calculate the capacity of each machine in a linked set of

processes (often a cell).
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

63 …… is used to confirm the true capacity and to identify and eliminate

bottlenecks.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

64 …… is used to determines such factors as machine cycle times, tool setup and
change intervals, and manual work times.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

65 …… is used for showing the combination of manual work time, walk time, and
machine processing time for each operator in a production sequence
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
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D Work standards sheet

66 …… is used to provide more detail and is a more precise process design.

A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

67 …… is used to show the interactions between operators and machines in a

process.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

68 …… is used for permitting the recalculation of operator work content as takt

time expands and contracts over time.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

69 …… is used to showing operator movement and material location in relation to

the machine and overall process layout.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

70 …… is used to show the three elements that constitute standardized work: the
current takt time (and cycle time) for the job, the work sequence, and the
amount of required standard in-process stock to ensure smooth operations.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

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71 …… it is displayed at workstations as a tool for visual management and

kaizen.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

72 …… showing continuously reviewed and updated as the condition of the

worksite changes or improves.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D Work standards sheet

73 …… summarizes a variety of documents that define how to build the product

according to engineering specifications.
A Process capacity sheet
B Job instruction sheet
C Standardized work chart
D Work standards sheet

74 …… details precise operational requirements that must be adhered to in order

to assure product quality.
A Process capacity sheet
B Job instruction sheet
C Standardized work chart
D Work standards sheet

75 ……used to train new operators.

A Process capacity sheet
B Job instruction sheet
C Standardized work chart
D Work standards sheet

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76 ……lists the steps of the job, detailing any special knack that may be required
to perform the job safely with utmost quality and efficiency.
A Process capacity sheet
B Job instruction sheet
C Standardized work chart
D Work standards sheet

77 ……sometimes called production smoothing.

A Work Leveling
B Capacity Leveling
C One-Piece Flow Leveling
D Lead Leveling

78 … is a source of fluctuations that mess up your shop floor

A Your Customers
B Your Suppliers
C Your Own Shop Floor
D All of the above

79 Your Customers, Suppliers, Your Own Shop Floor are the sources of process
fluctuation normally they are …...
A Separated
B Connected
C Consecutive
D Isolated

80 …… usually the decoupling and smoothing of customer demand is met

A Capacity leveling
B Production leveling
C One-piece flow leveling
D Lead leveling

81 …… to do work leveling.
A .Capacity Leveling
B .A pattern repeating every 1, 2, 3, or 4 weeks
C .One Piece Flow
D All of the above

82 …… means do not add more production orders into the system than what the
system can handle.
A .Capacity Leveling
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B .A pattern repeating every 1, 2, 3, or 4 weeks

C .One Piece Flow
D Lead leveling

83 …… it has a produce with the same total quantity every day. Doable for almost
everybody.
A .Capacity Leveling
B .A pattern repeating every 1, 2, 3, or 4 weeks
C .One Piece Flow
D Lead leveling

84 …… is what most people mean when they talk about leveling

A .Capacity Leveling
B .A pattern repeating every 1, 2, 3, or 4 weeks
C .One Piece Flow
D Lead leveling

85 Every Product Every Cycle (EPEC) is also known as …...

A .Capacity Leveling
B .A pattern repeating every 1, 2, 3, or 4 weeks
C .One Piece Flow
D Lead leveling

86 …… is to produce the same total number every day

A .Capacity Leveling
B .A pattern repeating every 1, 2, 3, or 4 weeks
C .One Piece Flow
D Lead leveling

87 …… is to match customer demand as much as possible.

A .Capacity Leveling
B .A pattern repeating every 1, 2, 3, or 4 weeks
C .One Piece Flow
D Lead leveling

88 …… is a workflow methodology aimed at reducing flow times within production

systems, as well as response times from suppliers and to customers.
A 5S
B Standardized Work
C Work Leveling
D JIT - Just-In-Time
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89 …… When done well, impacting organization’s productivity, risk management,

and operating costs.
A 5S
B Standardized Work
C Work Leveling
D JIT - Just-In-Time

90 …… one of the benefits of Just-in-Time in lean Manufacturing is a Reduction

in.
A Inventory
B Labor costs
C Space needed to operate
D All of the above

91 …… is to Stop and notify of abnormalities and Separate human work from

machine work
A Jidoka
B Standardized Work
C Work Leveling
D JIT - Just-In-Time

92 …… A Lean manufacturing tool refers to a Status-display Station

A Jidoka
B Standardized Work
C ANDON
D JIT - Just-In-Time

93 …… is the combined of preventive maintenance, total quality control and total

employee involvement.
A Quality control
B TPM - Total Productive Maintenance
C ISO
D Process evaluation

94 …… is one of the approaches to practice TPM

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A Equipment Life History

B Process Standardization
C Planned Maintenance
D All of the above

95 OEE Overall Equipment Effectiveness is one of TPM approaches

A True
B False

96 OEE stand for…...

A Overall Equipment Effectiveness
B Overall Estimation Effectiveness
C Overall Equipment Estimation
D All of the above

97 The concept of …... is based on the Training Within Industry (TWI) programs.
A Jidoka
B Kaizen
C Work Leveling
D JIT - Just-In-Time

98 …… Improves productivity which makes the employees able to spot problems

and find practical solutions for them.
A Jidoka
B Kaizen
C Work Leveling
D JIT - Just-In-Time

99 The D of PDCA cycle for continuous improvement is stand for …

A Define
B Do
C Delay
D Defects

100 ….. is the Last phase of Kaizen cycle.

A .Identify a problem or opportunity
B .Analyze the process
C .Develop an optimal solution
D .Standardize the solution

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